Filip Czernicki, president of CPK: We are entering a new phase of development

What does the announcement of the new strategy mean for the company?

The company is entering a new phase of development. Until now, its activities have focused primarily on planning and developing the project's objectives. Today, we are at a stage where we are moving from the conceptual phase to the implementation phase. We have been preparing for this moment for some time, including by implementing a portfolio-project structure typical of design-and-construction companies.

What changes should be expected?

There will be two fundamental changes. The first is directly related to the company's entry into the implementation phase. This is a turning point, when we complete the planning and conceptual preparations and begin investment and implementation activities. The second change, which from my perspective as the company's manager, is of paramount importance, concerns the internal organization of work and the company's operating culture. We want all employees to be not only aware of our goals but also to feel that they are clearly defined and properly implemented. We conducted a series of analyses and audits that allowed us to define both the direction we are heading and the way we will achieve it. We looked at our organization in a broader context, combining business strategy with ESG strategy, also taking into account social and environmental needs. We want everyone in the organization to know this direction, understand it, and be able to connect it to their own tasks. We have clearly defined key milestones that bring us closer to achieving our goal. If these goals are clearly defined and communicated, we will be able to effectively cascade them down the organizational structure. This will ensure that each employee knows what they are responsible for, how they will be held accountable, and how their work contributes to achieving the common goal. Such transparency not only allows for better planning of short-term tasks but also introduces a real opportunity to recognize people for the tangible results of their work.

What has changed compared to the original assumptions presented last year by Donald Tusk's government?

We're not introducing another change to the original assumptions. Rather, we're translating them into a specific document, which was missing but is essential for effective management. Employees and management, especially the company's supervisory board, need it. It's a standard tool in every large organization. Importantly, the strategy also allows us to look beyond the opening of the airport and the launch of the so-called railway network. We're thinking about the future – we want to develop competencies and build capacity so that, in the long term, we can, as a team, also implement other large infrastructure investments.

Do the key dates—2032 for the airport and 2035 for the so-called "Y"—remain? Are there any intermediate dates?

The 2032 airport opening date and 2035 for the launch of the so-called "Y" railway remain valid. Interim goals—such as commencing construction, obtaining administrative decisions, and achieving subsequent milestones—are embedded in the project schedule. The schedule was verified after last year's audits and forms the basis of our actions. What we are currently doing is translating the information previously communicated into a coherent document that will be binding on the company as a corporate document.

Let's stick with the deadlines: the terminal design has been delayed. Could this delay the start of construction?

We must incorporate the State Fire Service's comments into the schedule, but they do not delay the project. The construction process will begin with earthworks, including the grade line and piling, and the terminal will be erected in the next phase. Its construction is a massive undertaking, so we have already launched a competitive dialogue to ensure potential contractors can organize themselves as quickly as possible, familiarize themselves with the details of the tender process, and prepare attractive bids. Simultaneously, we have accelerated the architectural design approval process to ensure a smooth process.

This is a major investment, like in Berlin, where the airport construction was dramatically delayed. Are we prepared for a similar situation? Do we have a contingency plan for such a scenario?

Many events are unpredictable. Seven years ago, did anyone anticipate a global pandemic or the outbreak of war in Ukraine? Reality can be unpredictable, so we must act flexibly and consider various scenarios. Strategic cooperation with Polish Airports is crucial. This partnership significantly expands our operational capabilities. In the past, it was assumed that Chopin Airport would neither be modernized nor expanded – even basic maintenance work was suspended. This resulted in dramatic neglect, which resulted in significant losses – for example, the multi-story car park had to be closed. Instead of building joint potential, the two entities – CPK and PPL – were placed in a competitive position. Today, the situation is completely different. Our cooperation with PPL opens up a real possibility for the development of Chopin Airport, while also allowing us to think about air traffic in the Mazovia region in a systemic manner, including the construction of CPK on the planned scale.

Speaking of Chopin Airport: how big a risk could a delay in its expansion pose to CPK?

I always try to identify potential risks, but the key is not just recognizing them, but also managing them. One such risk is undoubtedly the issue of building air traffic capacity. It's clear that without the expansion of Chopin Airport, LOT's further growth will be impossible. If it is to effectively compete with other airlines using the new infrastructure, it must relocate to a new airport prepared for this. With its current fleet and route network, the national carrier would simply be too small. For LOT, this is a major challenge, but also a huge opportunity. Expanding Chopin Airport also offers a chance to build the experience and competencies that will be essential in managing a much larger airport. The know-how gained at Chopin will be crucial at the CPK. Of course, there are more risks – I can't imagine, for example, opening the CPK without the widened A2 motorway, which provides access to the airport. Another threat could be the outflow of qualified personnel if Ukraine's reconstruction begins after the end of the war. This is also a scenario that we must take into account and prepare for.

What will happen to the airport in Radom?

I believe Radom Airport has potential that can be utilized in two possible scenarios. In the first, Radom could serve as a supplementary airport for the entire Masovian airport system. Just as Modlin Airport serves low-cost carriers, Radom could absorb some of the smaller passenger traffic from southern Masovia. However, it must be clearly stated: under such a scenario, the airport will never be profitable. Building such extensive civilian infrastructure in this location was not economically viable. An audit has already been completed in this case, and its findings could lead to criminal charges, as significant public funds were spent that will likely never be recouped. The second possible scenario involves discussions with the military about using Radom for training purposes, as a valuable supplement to the limited capacity of Dęblin Airport. Of course, this raises a crucial question: how long would the military actually need such a large passenger terminal?

How much will the employment structure in the company change?

Today, we're moving from planners to contractors. This is a dynamic transition – the company has been growing rapidly for several weeks now. As we move into the implementation phase, we need engineers and specialists with experience in construction processes . A new field office is being established in the immediate vicinity of the airport, and at the beginning of next year, we'll be opening another one – in Łódź, where the High-Speed Rail tunnel is being built. Further field offices along subsequent sections of the high-speed rail network are also possible. I want everyone employed at the CPK to feel a sense of shared responsibility for the project. At the same time, it's important that everyone has clear tasks based on the new strategy. Starting this six-month period, we're beginning to implement a management-by-objectives model, which will allow us to evaluate and reward employees based on the achievement of specific milestones. We also need to precisely define what competencies we still lack. If we can't attract enough specialists from Chopin Airport by the airport's opening date, they will need to be trained. This is a huge challenge, but at the same time, a necessary element in building a company capable of implementing a project of this scale.

Hotels, office complexes, and all supporting infrastructure are to be built around the CPK. Does the strategy define the shape of this environment and its construction?

We have authored the development strategy for the surrounding area, which is currently under consultation until August 19th. It covers the entire area of 18 municipalities surrounding the airport, and local development plans must be consistent with it. Areas on the western side are designated for logistics and cargo investments, while parking lots, hotels, and office buildings are planned for the Warsaw side. We are in advanced talks with state-owned entities such as Polski Holding Hotelowy and Polski Holding Nieruchomości, as well as financing institutions. On the day of the airport's opening, we want the access area to be tidy and not resemble a construction site. We will be seeking private investors for the logistics area.

When will the CPK airport start generating profits?

The CPK airport will become profitable within its first year of operation. This is demonstrated by our financial models and confirmed by the high level of interest from financial institutions. Banks consider our business plan and the entire cash flow model to be realistic, credible, and economically attractive.

The high-speed rail network is primarily the so-called "HSR" from Warsaw towards Poznań and Wrocław. What about the other lines?

They will be implemented in subsequent stages. The so-called "IGREK" (International Railway Line) will be operational by 2035, but we are already preparing for investments on the Katowice-Ostrava section, and the next step will be extending the central railway line northward. The route to Włocławek has already been selected, and studies are underway on the section from Włocławek upwards, northward. We will carry out each investment well in advance, planning its implementation in the coming years. This also confirms that the CPK company does not end with the construction of the IGREK. This is only the first, most urgent, but not the only element of railway investments in Poland. The location and pace of subsequent investments will depend on the results of the extensive Integrated Railway Network project, which will define the development directions of Poland's final railway network.

So where will the company stop?

There's no indication that we're stopping. The company's strategy clearly outlines directions for further development. It primarily involves building competencies to implement other large public-interest investments. With specialized staff and experience in preparing and managing complex projects, we will be able to provide such services not only in Poland but also internationally. The knowledge and experience we've already acquired, and which we continue to develop as a team of specialists, will be valuable and useful in the future.